Functional Integration
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Functional Integration

Functional Integration is the thoughtful and methodical process that aligns and integrates the structures, roles, processes, and cultures of two or more merging organizations.

Functional Integration creates the institutional foundation needed to operate seamlessly across all campuses. It enables:

  • A unified operating model​
  • Consistent service delivery for faculty, staff, students and partners​
  • Clear roles and responsibilities across teams and leaders​
  • Aligned policies, systems, and workflows​
  • Stronger compliance, efficiency and collaboration​
  • A workforce model that evolves with needs

Building on this foundation, the following units and functional areas have begun active participation in the Functional Integration effort—working collaboratively to align operations, streamline workflows, and advance a consistent, institution-wide operating model.

Advancement
  • Updates
Business Affairs & Operations
  • Updates
Global Initiatives and International Services
  • Updates
Governmental Relations
  • Updates
Internal Audit
  • Updates
Legal Affairs
  • Updates
Marketing, Communications & Media
  • Updates
Office of the President
  • Updates
Research & Innovation
  • Updates

FIT Updates

Current updates from the active Functional Integration Divisions.

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Internal Audit – March 2026

  • Service Delivery Working Group – Integrated the fiscal year 2026 risk assessments and internal audit plans for the academic and health campus and submitted combined plan to UT System for approval. Established expectations for coordination with UT System Internal Audit, Institutional Compliance, Legal, Information Security and other assurance providers.
  • Standardization Working Group – Compared legacy audit methodologies, frameworks, and risk assessment models from academic and health campus. Completed analysis to identify process and procedure gaps, redundancies and opportunities for standardization. Developed a single audit methodology aligned with IIA standards, UT System expectations and risk tolerance including process flow for completing audits, templates for audit management software and follow-up process for open audit.
  • Roles & Culture Working Group – Established regular meetings to ensure clarity, alignment and provide updates and opportunities for questions and answers. Conducted assessments to improve teamwork and developed plan for growth and development of combined team.
  • Governance & Strategy Review Working Group – Established new integrated Audit Committee. Created an Internal Audit organizational structure that ensures consistency and alignment with the President’s Cabinet. Received approval for consolidated Internal Audit and Audit Committee charters from the academic and health campus and Internal Audit Strategic Objectives from the new Audit Committee. Harmonized the Internal Audit mission, vision and values. Established KPIs and department goals shared with the entire team.

Legal Affairs – March 2026

  • Transactional Support Working Group: Integrated health campus personnel into UTSA email and Teams systems and implemented a centralized contract request process to improve communication and workload balance.
  • Data Analytics Working Group: Launched Microsoft Forms to capture projects across the institution and streamlined intake processes to support Power BI reporting, assessed TPIA operations and confirmed current systems as cost-effective solutions.
  • Dispute Resolution Working Group: Standardized data intake using Microsoft Forms and advanced efforts to align investigation tracking, litigation practices and records management.
  • Seven Preliminary Working Groups: Established the foundation for FY26 integration by identifying gaps, developing recommendations and strengthening cross-functional collaboration.
  • Completed space transition to the Main Campus.

Legal Affairs – November 2025

  • Functional Integration Team (FIT) launched, members include Sadie Basllesteros, Cara Bennett, Kathleen Blanton, Corina Castillo-Johnson, Virginia Galloway, Laurie James, Kris Kwolek, Terii Lopez, Natalee Marion, Jason Pirruccello, Sarah Pryor, Kristi Salazar, and Erika Valladares.
  • During FY25, seven working groups identified strong foundations and highlighted remaining work to be done within Office of Legal Affairs systems and procedure development. To complete the remaining work, new cross-functional groups focused on key priorities are being established to support a fully integrated, client-centered legal function.
    • Texas Public Information Act (TPIA): ensure continued compliance with TPIA requirements, recommend future processes, cost recovery models, systems, and metrics that improve efficiency and service.
    • Litigation & Professional Liability Claims: ensure ongoing support for litigation and clinical claims and recommend future processes that enhance client advocacy, procedural efficiency, communication, and records management.
    • Third Party Agency Investigation: ensure effective institutional response to third-party agency investigations and recommend future processes to minimize disruption, support resolution, and improve coordination across stakeholders.
    • Internal Investigations: ensure timely and effective legal support for internal investigations and recommend future processes and KPIs that enhance cross-functional coordination and internal case resolution.
    • Transactions & Contracts: ensure contract and transactional support continues and recommend future processes, prioritization models, and potential incentives that enhance legal value and operational efficiency.
    • Outside Counsel & Compliance (OCC): ensure proper engagement and oversight of outside counsel and recommend future compliance practices, engagement criteria, and systems for tracking legal services and institutional knowledge.

Internal Audit – November 2025

  • Functional Integration Team (FIT) launched, members include Kimberly Weber, Sam Babajide, Paul Tyler and Laura Buchhorn.
  • Four working groups have been established to focus on key priorities:
    • Service Delivery: articulate how internal audit services will be delivered and communicated across the integrated institution by identifying and evaluating processes, workflows, and protocols.
    • Roles & Culture: evaluate internal audit’s organizational structure by reviewing team roles, assessing skills and compensation, and recommending any realignments needed to support integration.
    • Standardization: develop a unified audit strategy by standardizing audit tools, systems, and templates for consistency.
    • Governance & Strategy Review: develop a unified audit strategy by identifying relevant policies, governance bodies, and regulatory requirements affecting Internal Audit, as well as defining metrics and reporting standards for the integrated audit function.

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